Sections

Explore

Topics

All Topics

Digiday Media

Homepage

“Just as with the quiet quitting phenomenon, everyone tried to make it the employee’s problem when, from my perspective, it is a company problem. No company that is successful and has been able to weather the pandemic should at this point be turning around and saying, ‘Well, our remote workers are less productive.’”

Eric Mochnacz, senior consultant at the HR services firm Red Clover.

“WFH becomes an easy scapegoat as it becomes a place where companies can disregard over a decade of mostly not caring about performance management and adequate headcount planning and instead suggest it’s a new phenomenon that has impacted productivity.”

Jon Sadow, cofounder and chief product and technology officer at flexible work platform Scoop.

“Classism can can manifest in many subtle ways, such as employees feeling left out of conversations in the workplace as they do not understand an inside joke based on the experiences of middle class co-workers, or in more overt ways such as mockery of regional and working-class accents.”

Haleema Ali, social change activist.

“We’ve heard some real horror stories of the things people have said to them about their background when they start jobs and people facing quite awful comments – some probably with the intention of being mean but some just a lack of thought and understanding about the world.”

Lisa Thompson, business director of strategy and planning at ad agency Wavemaker North and one of the co-founders of Common People.

“Addressing social inequalities takes recognition, investment and commitment to do what is fair. This is a human issue, above all else, but that lack of leaders (and future leaders) from a lower socioeconomic background also deprives the organization of fresh perspectives.”

Camilla Drejer, Accenture’s lead for citizenship and responsible business in the U.K. and Ireland.

“Development often comes from observing others and opportunities from chance connections made when people get together. But our study shows that younger workers don’t share these concerns to the same extent as older workers…older workers are stuck with an outdated view of how development can happen.”

Professor Bobby Duffy, director of the Policy Institute at King’s College London.

“As you are not in the office every day, this generation doesn’t see the struggles and the bad days the other people have, in any role or level in the organization. It ends up misleading how they see the other people’s careers and achievements.”

Ludmila Milla, co-founder at CEO of e-learning provider UJJI.

"Mass staff reductions get messy, fast. Mistakes are going to happen. The bigger the layoff, the more mistakes. Because at the end of the day, people turn into numbers, not human beings with families, mortgages, holiday travel coming up, you name it."

Rikki Goldenberg, a New York-based career and leadership coach formerly with McKinsey & Co.

"All these companies pride themselves on their culture and 'We're a great place to work.' You don't want your current employees feeling like the axe is going to drop any minute."

Eric Mochnacz, senior consultant at New Jersey-based Red Clover, an HR services firm.

“We all feel more isolated and lonely than ever. Our work friends are essential to our social support system. They can provide valuable advice, help us navigate challenging situations, and be a shoulder to cry on when we need it.”

Kim-adele Randall, CEO of the U.K. business transformation consultancy Authentic Achievements.

“People like being among friends at lunch instead of doom-scrolling alone.”

Paul Davison, CEO of Clubhouse.